The Brief
Developed and implemented a Business Case for information technology investment decisions; provide structure, procedures and training

The Result
Benefits exceeded 3.5 Million pounds as well as a better customer/client relationship on multi-million pound investment in telecommunications and computer technologies worldwide

Global Airline

The Brief
To radically change the culture of the airline worldwide to make it attractive for Privatization. Change pilot and engineering centric culture to customer centric.

The Tools

  • Leadership development and training by staff;
  • Reorientation through “top-down” leadership practices;
  • Lateral reorientation of mid-management;
  • Employee training;
  • Cabin crew training for customer service;
  • Front desk training for customer service playing the “Hunter” role;
  • Re-engineering of finance function (identifying bottlenecks in processes);
  • Business Acumen modules for managers using data gathering and analysis, risk management, Supplier/customer representation in modules
  • Training management for large-scale change (organizational development, preparing front line staff for change, focus groups, selling/ processes and monitoring opinions);
  • JLA created SPEEDWING, the internal consulting activity for the group and JLA called in from time to time for a tune up;
  • Outsourcing;
  • Developing a strategy for securing union acceptance of changes.

The Result
The JLA programs transformed this airline from a pilot and engineer-centric enterprise to customer service leader thereby creating the “world’s favorite” and most profitable major airline.

Leading Computer Manufacturer

Financial performance against budget was restricted by too many initiatives of unknown value requiring too many resources which were not allocated against risk / reward. Map current processes and practices in the project management group and departments with whom they interact. Implement improved processes and knowledge sharing with customized web-based tool.

JLA implemented a performance management system with decision points and rules based on risk management. This model focused resources, reduced lead times by half, improved alignment of multi-departmental activities and greatly improved management’s ability to execute the strategy. The project was completed over a seven month period.

Client’s comment: “This is the most successful project we have ever done.”

Auto Tire Manufacturer

Analyze and reengineer process flow with emphasis on identifying efficiency improvement opportunities. Implemented automated scheduling system and continuous improvement model installed.

Structured an implementation plan to achieve overall cost savings of $18 million dollars. Within 6 months after project completion, client’s actual annualized cost reduction was $22 million.


Are we too lean at head office? Do we need more people to support our global operations?

The Brief

  • To identify areas to “smartly upsize” corporate staff as and when field operations increased.
  • To develop a process around roles and responsibilities, measurements and metrics to align corporate and the various world-wide operating divisions to determine clear accountability for managing Safety and Environment, Risk mitigation

The Result

  • Critical restructuring changes at Corporate level
  • Decisions brought closer to the Operating Functions
  • Leadtime on decisions reduced
  • Increased responsibility & accountability among Operational heads.
  • Financial benefits – “Saved me 1 Million dollars a day” - Frank Pickard

Delivering a Better Train Service For Less

The Need
This complex Subway had a problem with a deep rooted culture of demarcation and restrictive practices within its train operations department. This department was staffed by over 4000 people and had an annual operating budget of some $ 200 million. Poor planning, management, scheduling and regulation of the service had led to a decline in service revenues; exacerbated by an economic downturn and other ridership loss associated with service quality.

JLA’s Approach
A key finding from the JLA analysis was that only half of the paid working day was spent by the train crews actually driving trains. The client/consultant focus team introduced a number of changes to overcome these problems. JLA worked with the management team to develop process and operations management improvement knowledge through an understanding of the various restrictive practices in that area. This approach enabled plans to be implemented that were realistic, achievable and worthwhile.

Key Activities

  • Service Quality Enhancement 1 and 2 (SQE I & II): Past measurements of ridership and service quality had shown that they are directly correlated. SQE Training programs were introduced and interactive workshops were developed with all of the 4000 staff to heighten their awareness of their contribution to service quality.
  • Train Service Planning Model: This computer model was developed with a graphical user interface that could directly show the effects of poor service quality on customers.
  • Dynamic Staffing : The current staffing methods were controlled by constraints of many years of modification of fragmented and negotiated agreements which resulted in unnecessary complexity and inflexibility of staff utilization. Adjustments to the working day and the place in which staff reported for work, significantly improved the amount of the working day a train crew could be driving for.

Client Benefits

  • Cost savings associated with dynamic staffing were made yielding $16 million.
  • Customer satisfaction increased and revenue returns of $50 million were achieved by reducing waiting times by 0.2 mins and overall journey times by 5%.
  • The company and the employees had the benefit of a newly negotiated far more flexible staff agreement which included employee incentives.

Transportation - Multiple projects within company plan

A New Approach to Transportation Strategic Planning

The Need
Having invested heavily over the years in fixed assets this rail tranportation serviced provider was interested to what extent softer investments in people and processes were able to yield the same or similar benefits. Public sector clients often find it difficult to achieve true financial evaluation of potential projects as there is often no or little contribution to profit or return. Traditional accounting methodologies like the Internal Rate of Return are meaningless and a process of social cost benefit analysis is used.

JLA’s Approach
JLA worked with small multi - disciplined teams of client personnel to evaluate possible customer service driven investment strategies. These strategies were applied using a technique called; Quality Function Deployment (QFD).

Key Activities
QFD: The teams developed a number of QFD matrices which on one axis listed the customer requirements and on the other the various strategies of satisfying the customer demands. A ranking system was used to assess the degree of correlation between the customer demand and the potential strategy to satisfy it. 2 major categories were developed, those targeting overall Journey Time improvements and those targeting overall Journey Quality Improvements

  • Investment evaluation: The use of the QFD matrices was coupled with market research on willingness to pay for the various transit services offered. A numerical index could be produced for the costs and benefits of each potential option. Far better targeting of investment spend was therefore possible. The teams then developed investment strategies based on packages of their identified solutions. These were evaluated using social cost benefit criteria.
  • Relevant Application: This approach allowed full financial evaluation of a number of potential strategies from a business standpoint in a “not for profit business”. Moreover, it also allowed the less tangible forms of investment, like investments in staff training to be properly evaluated. We at JLA often find that these investments are often afterthoughts or are given little weight when evaluated against the hard purchase of assets like new trains or a new signaling system. The QFD technique has been very successfully employed in Japanese car design for a number of years. The JLA application of the technique was an innovative solution to a complex problem for most public service organizations.

Client Benefits
JLA achieved in excess of 150% of projected benefits, representing
a 7:1 R.O.I.

  • Our client states that savings in capital avoidance from this project are in excess of $40 Million.
  • The technique is a current part of this company’s investment evaluation process.
  • The technique can be employed on any investment decision

Automotive Aftermarket

Map current processes in the distribution system. Assess daily activities and work load. Identify implementation plan to improve processes, cycle times and training. Implement improvements.

This project was completed in 8 months, with client complementing JLA on thoroughness of delivery – most pleased with improved employee morale and commitment. Achieved annualized ROI of 6 to 1.

Improve Scheduling, Planning and Operations to Increase Ridership

The Need
JLA helped his European mass transit provider of rail, tram and bus services recognize the value front line staff has in their day to day interaction with the customer and their ability to better manage the service.

These included designing and implementing improved station practices, implementing a “manager on the railway” one day a month for all management staff, developing an electronic maintenance data base and improved maintenance practices across the system. JLA documented new business processes and created new roles. For example, a new type of Station personnel was recruited from within and trained in accountability for quality within the Stations (RPQS).

JLA’s Approach
JLA set up small teams of front line staff coached and facilitated by one of our consultants. The primary aim was to set best practice standards for customer service and then apply them as the norms across the front line areas of the organization. We established teams by taking a slice through the organization and by ensuring that the front line employees were adequately represented. Each team had a specific purpose, one team which was designed just to improve Bus and Rail headways.

Key Activities

  • Identification of Best Practice: The key focus of the teams was to observe their own examples of best practice and to credit fellow workers with their ideas. This approach meant that the changes were not imposed but rather introduced from what people had observed their colleagues doing well. This was important in a culture that was more strongly biased to the technical nature of the job rather than the customer interaction.
  • Management by Example: A major part of the changes was to show our clients front line people just what the effects of good and bad service can be. The pilot was done in an area which had the lowest levels of overall customer satisfaction for the services it provided at the start of the project.
  • Simple Tools: Video recording of good and bad practice was introduced with client personnel clearly enjoying identification of both types, highlighting differences at the team working sessions.
  • Professional Support: The JLA consultants acted as trainers and coaches running a number of sessions and workshops with the client staff. This technique has been used successfully across a diverse number of organizations including retail, information technology, banking and transportation.

Client Benefits

  • A measurable improvement was made in customer service.
  • The number of customer complaints decreased by 25%.
  • Revenue improved in the area of the operation
  • The Jubilee was a success
  • On a recent trip to Rome People talk of the Jubilee as a renaissance for the Transportation improvements.
  • Client staff had the benefit of being involved in the setting of their work standards and were more motivated.
  • The standards manual became a document from which training and recruiting strategies could be compiled.




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